Transcript Ontario ITSM Experience - ICCS-ISAC

IT Service Management:
The Ontario Experience
Public Sector CIO Council
September 10th, 2003.
Patti Kishimoto
IT Service Management Strategies
PSCIOC Meeting
September 2003
Agenda
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Definition of Terms – ITSM and ITIL
Why ITSM?
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Ontario’s Implementation Approach
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The OPS ITSM Framework
Evolving the Enterprise Service Delivery Model
ITSM Demonstration Cases
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Ontario I&IT Strategy
The OPS Reference Model
Delivering Business Value from the ITSM Investment
Experiences to Share
Next Steps
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Definitions
ITSM - IT Service Management
 A management philosophy that defines IT as a service, not
just a collection of technology
 Encompasses the people, processes, organization, and
technologies required for the efficient delivery of IT services to
support the objectives of the business.
 Holistic view of service management that delivers:
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the right things
the right way
using the right skills
with the right tools
People
Process
Organisation
Technology
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Definitions
ITIL – IT Infrastructure Library
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Vendor neutral best practice guidelines for processes and
organization that are essential to delivery of IT services
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Created by the UK Government in the 1989, now in the
public domain
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Guidance for process design and implementation
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Defines process inter-relationships, key attributes,
recommended roles, etc.
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Not off the shelf; customized to fit the organization’s needs
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Supported by training & international accreditation
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Evolving global de-facto standard for ITSM
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ITSM in the OPS
Background and Context
1998 OPS I & IT Strategy called for:
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a common I & IT infrastructure across the entire government;
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corporate, government-wide I & IT policies and standards; and
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the restructuring of the I & IT organization, as well as governance
and accountabilities for I & IT resources.
With the goal to:
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Increase the capacity of I &IT
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Manage growth in I &IT expenditures
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Facilitate systems integration to enable new solutions
across programs.
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OPS Transformation
Priority business drivers
 Four strategic areas of focus:
sectoral reform, streamlining internal administration, eservice delivery, citizen engagement
Sustaining relevance of government
constituents/stakeholders continue to perceive value
Service quality
right outcome
any place, anywhere, any time
consistent and reliable
affordable
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I & IT - A Strategic Enabler
Key government strategies to achieve:
Integrated service delivery
• one window access
• multi-channel
E-government
• accessible government
• seamless, no wrong door
Culture of innovation
• create new value
Horizontal alignment across OPS lines of
business
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I & IT Critical Success Factors
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Maximize ability to meet business priorities
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Contain costs
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Reduce duplication
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Focus on critical elements of common
infrastructure
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Produce consistent, reliable systems
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Share..Reuse..Leverage
I&IT Common Infrastructure
is expanding and becoming more complex over time…
Infrastructure Foundation Projects
Enterprise Architecture
Common Components
Integrated Network
Enterprise Applications
Electronic Directory & Messaging
Common Business Solutions
Corporate Security
ITSM/Service Desk
Desktop
Common Tools & Methodologies
Enterprise Portal Services
Standard Applications
Integrated Information
Coordinated Client Access
+ Government Mobile Communications
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ITSM - A Key Strategy
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Adoption of IT Service Management best practices
increases the probability of achieving the delivery of
high quality, consistent IT service internally and
externally in support of the government agenda.
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Defines and promotes Common Service:
 principles
 policies
 process and language
across the entire IT supply chain.
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In 1999, development of OPS service management
processes initiated using ITIL.
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IT Service Management
… is about managing and supporting the delivery of IT
services to meet the level of quality needed by the
business.
Focus is ...
service
end to end service quality
relationships with customers
being proactive
industry best practices
continuous improvement
building group competencies
not ...
technology
technical components
internal organization
reactive
ad hoc
break/fix
depending on heroes
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The OPS ITSM framework
based on the HP model
Business-IT
Alignment
Business Assessment
IT Strategy Development
Customer Management
Service Planning
Security Management
Availability Management
Capacity Management
Cost Management
Operations Bridge
Incident Management
Operations Management
Problem Management
Service Delivery
Assurance
Service Level Management
Change Management
Configuration Management
Service Design & Management
Release to Production
Build & Test
Service Deployment
& Development
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OPS Service Management
Delivering the Business Value of IT
High
Service
Level
Standards &
Metrics
Business Value
Created
Customer Relationship
Management
“Customer satisfaction
and service quality”
Service
Management
Culture
Service Quality
Monitoring
“Meeting SLA
Commitments”
Managing Incidents
“Ensure rapid restoration
and service fulfillment of all
customer requests”
Common
Helpdesk
Process
Managing Enterprise
Common Infrastructure
“Effective Change
Management”
Low
Low
Process Maturity
High
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Ontario’s
Implementation Approach
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Established a corporate ITSM project & team
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Worked with external vendor (Hewlett-Packard)
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created standard OPS process templates based on ITIL
defined standard tool requirements
Clusters/project adapt & implement according to key
business requirements
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engaged direct participation of IT cluster stakeholders
OPS Reference Model for service delivery developed to guide tactical
implementation
IT clusters face different challenges in meeting the needs of the
businesses they support
business drivers presented the opportunities for implementation
lead clusters identified
ITSM is a major cultural change for IT
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work with sub-sets of processes to make change manageable
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The OPS Reference Model
Customer
View
Integrated Government Service Delivery
Central Agencies
Community Svcs
Human Services Justice
Standard
Processes
Common
Communications
Link
Economics & Business
Land & Resources Transportation
Integrated
Service Delivery
Management
Performance
Dashboard
Delivery of Common Infrastructure
“Best of Breed”
Internal and External Service Providers
Enterprise Change Management
Enterprise Architecture & Standards
Federated OPS IT Service Desk
Service Partners
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OPS ITSM
Demonstration Cases
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Enterprise Service Delivery
 Service
Desk Centre of Excellence
 Integrated Network Project
 Corporate Change Advisory Board
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Cluster Service Delivery
 Human
Services Cluster
 Justice Cluster
 Transportation Cluster
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ITSM Demonstration Cases
Integrated Network Services
Business Issue:
Reliance on a 3rd party Network
Integrator for service provision
enterprise wide
Business Value Delivered
 Established single point of contact for each
cluster for network services to manage service
quality
 Implemented standard processes to streamline
service interaction with network integrator.
 Impact of network change (architectural and
operational) managed enterprise wide
Establish standard processes
enterprise wide
 Service request /incident management
 Corporate change management
 OPS Communications bridge
Key Business Requirements:
 Outsourcing of WAN/LAN services
required new enterprise service
management model requiring changing
roles and accountabilities.
 Service provider required consistency in
how things were done across clusters.
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ITSM Demonstration Cases
Transportation Cluster
Business Value Delivered
Business Issue:
Current swrvice support
process not perceived as
customer friendly
(Multiple Help Desks)
 25%+ reduction in service desk cost
 Customer satisfaction increases
up to 100% in some locations
 Dramatic improvement in cycle time to
introduce new services and new providers
Increase Client Engagement
 Implement Service Desk
 Single point of contact
 Improved communication
 Service level management
 Create standard service templates
“Customer Focus Necessary”
Key Business Requirements:
 Clear point of contact
 Improved coordination of change
 Increasing demand for change
 Management of remote assets
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The OPS Reference Model
Customer
View
Integrated Government Service Delivery
Central Agencies
Community Svcs
Human Services Justice
Standard
Processes
Common
Communications
Link
Economics & Business
Land & Resources Transportation
Integrated
Service Delivery
Management
Performance
Dashboard
Delivery of Common Infrastructure
“Best of Breed”
Internal and External Service Providers
Enterprise Change Management
Enterprise Architecture & Standards
Federated OPS IT Service Desk
Service Partners
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Experiences to Share
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Evolutionary - a journey; bigger than one organization
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Identify priority business drivers that present opportunities
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Engage stakeholders and manage expectations
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Baseline current service levels and costs to demonstrate
improvement/value to users
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“Build it small, build it right, expand rapidly”
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Maintain process integrity while allowing flexibility
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Remove legacy processes
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Commitment to training is essential and can be significant
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Requires a strategic commitment to position organizations to meet
evolving service delivery needs
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ITSMf - useful forum to share knowledge and experiences
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Next Steps
OCCTO - New Mandate
Establish program to lead the identification of ITSM
strategic priorities and develop implementation roadmap
for the next 2 years and beyond.
Defining Role and Accountability - in progress
• Authoritative source for OPS policies, processes, and
standards
• Establish community of practice/knowledge base
• Implementation strategies - funding strategies
• Track OPS progress/change management
• Support services - best practices, training, tools
• Leverage project opportunities to achieve progress
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The Broader Landscape
 Evolving inter-jurisdictional service delivery
models
Potential areas requiring IT service management
alignment:
Protecting integrity of the common environment
Federated change management model
Resolving customer service issues
Common language/process
Monitoring end to end service levels
Service level agreements
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Thank You
Patti Kishimoto
Head, IT Service Management
Office of the Corporate Chief
Technology Officer
Management Board Secretariat
Government of Ontario
E-Mail:
[email protected]
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Supplementary information
The following slides present information
supplementary to the presentation.
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The Ontario IT Landscape
Ministry of the Attorney General
Ministry of the Solicitor General
Ministry of Correctional Services
Ministry of Health
Ministry of Community, Family
& Children’s Services
Ministry of Citizenship
Ministry of Tourism Culture and Recreation
Ministry of Municipal Affairs and Housing
Ministry of Education
Ministry of Training, Colleges and Universities
Ministry of Finance
Management Board Secretariat
Cabinet Office
Ministry of Consumer and Business Services
Ministry of Energy, Science and Technology
Ministry of Economic Development and Trade
Ministry of Labour
Ministry of Agriculture and Food
Ministry of Environment and Energy
Ministry of Natural Resources
Ministry of Northern Development and Mines
Ministry of Transportation
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OPS ITSM
Demonstration Cases
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Enterprise Service Delivery
 Service
Desk Centre of Excellence
 Corporate Change Advisory Board
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Cluster Service Delivery
 Human
Services Cluster
 Justice Cluster
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ITSM Demonstration Cases
OPS Service Desk COE
Business Challenge:
Integrated management of
shared infrastructure &
vendors requires common
data and an enterprise view.
Business Value Delivered
 Consolidate incident data to manage
corporate service levels
 A standard tool tailored to the OPS processes
 Economies of scale from shared ITSM tool, support and
template processes.
Service Desk Centre of Excellence
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Common Service Desk platform & tool
Leverage economies of scale
Improve ability to manage service providers
Create standard process templates
Ensure tool meets the requirements of standard processes
Key Business Requirements:
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Manage cost issues for multiple service desk tools
Simplified customer interface
Consistency of service levels enterprise wide
Management of shared infrastructure requires reliable common data
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ITSM Demonstration Cases
Corporate Change Advisory Board
Business Issue:
Cross cluster shared
infrastructure increases
potential risk of instability
due to change impact
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Business Value Delivered
Coordinated change management across the
enterprise
Increased awareness and communications
Better management of change impacts
Scheduling of conflicts minimized
Corporate Change Board (CCAB) Process
“Service Reliability”
 Process and procedures guide
 Interim CCAB operationalized
 Established “Touch Points” to cluster
 Representation from all IT clusters &
major infrastructure providers
 Weekly corporate change schedule
Key Business Requirements
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Minimize impact of change across clusters
More shared services using infrastructure
Managing multiple vendors in service chain
Balance - placing authority where authority
belongs.
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ITSM Demonstration Cases
Human Services Cluster
Business Value Delivered
 Reductions in change related incidents
 Improved impact analysis
 Fewer backouts & failed deployments
 Capacity to accept & deploy change
Increased
Business Issue:
Implementation of new
Social Assistance Case
Management Delivery
process & tool - project
to production
Migration from Project to Service Mode
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Service Desk/Incident Management
Change Management
Problem Management
Service Level Management
“Building the Jet in Flight”
Key Business Requirements:
 Business transformation support
 Many ongoing system changes required
 Application support outsourced
 Service level expectations
 Helpdesk services “insourced”
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ITSM Demonstration Cases
Justice Cluster
Business Issue:
Demand for service
improvement caused
by dependence on
complex new services
“Helpless Desk” Image
Key Business Requirements:
 Pro-active helpdesk
 Real time service level action
 Stability of infrastructure
 Rapid restore times
 Integration of service providers
Business Value Delivered
 Build a functioning service desk
 40%+ Reduction in service desk cost
 Customer satisfaction 23% above industry average
 Integrated Justice Helpdesk established July, 1999
Transform IT to a Service - Gain Credibility
 Build a functioning service desk
 Implement Incident & Service Request
Management
 Integrate with service providers & monitor
 Create & measure service levels
 Promote results to stakeholders
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Summary of ITIL Benefits
Maximizes value of the I & IT investment
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Integrating people, process, and technology
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common language
clear accountability through well defined processes
repeatable and consistent
results can be measured; baseline for continuous
improvement
builds common set of skills and competencies
increases capacity
implement change faster
reduces complexity
best practices for managing 3rd party providers
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Enterprise change management
A federated approach
Key requirements:
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Governance model
Links to other governance processes - eg. Architecture
Review Board
CCAB Mandate and Authority
Membership, roles and responsibilities
Policies, standards, and common processes
Change categorization scheme - impact and risk; define
criteria to raise to CCAB.
Corporate risk assessment approach
Common performance standards and indicators
Process automation - common tools
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Enterprise Change Management
OPS Federated Straw Model
Architecture Review
Board
Integrity of the environment
Corporate
Change
Change
Requests
Corporate Change Advisory Board
Communication
Infrastructure
Integrity of the environment
Scheduling
Escalation
Final Approval
changes
Local/Cluster
Change
Requests
Change Advisory Boards
Local and
Cluster
Change
Impact
Analysis
Risk
Assessment
Categorization
Common Performance Measurements
Governance
Governance
ITELC
Final Approval
Execute
Change
Common IT Change Management Process and Tools Based on ITIL
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ITIL Training & Certification
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There are 3 Official levels of Certification for individuals in ITIL
processes (Processes/Tools cannot be ITIL certified)
 Foundations/Essentials
 Introductory Level (2 Day Course + Exam)
 Practitioners
 Specific to ITIL Process (5 Day Course + Exam)
 Managers/Masters
 Process Design & Implementation (12 Day Course +2 Exams)
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Certificates are globally recognized
Training is managed by local training providers
Testing is administered by an independent standards organization
(EXIN/ISEB)
Link to EXIN in Canada
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